2017/11/27

Newsletter L&I, n.º 159 (2017-11-27)



innovation renovation people | innovation avec personnes renovation | inovação pessoas renovação | inovação pessoas renovação | innovación renovación personas




L&I (EN)

Does choral music really have a bright future? | Gregory Batsleer, @GramophoneMag [link]

Without Innovation Iran Auto Industry Will Soon Be a Dinosaur | @Fintribune [link]

How machine learning is helping Virgin boost its frequent flyer business | @ZDNet, @TasnuvaB [link]

Creativity drives innovation; Renovation Drives Profit [link]



L&I (FR)

« L’économie sociale et solidaire a un énorme potentiel de croissance ». Selon Nicolas Hazard, président de la société d’investissement Inco, l’ESS a un rôle à jouer dans plusieurs secteurs porteurs. [link]

L'innovation au cœur de l'économie | @ladepechedumidi [link]

Joueur majeur dans la recherche et l'innovation : le CAT-B (Centre d'accès à la technologie en bio-innovation) associé à La Cité | Benoit Hudon, @LeDroitca [link]

Le Centre d’accès à la technologie en bio-innovation – Nathalie Méthot, La Cité | Canada Foundation for Innovation / Fondation canadienne pour l'innovation (@InnovationCA) [link]

.@Toyota ‏ : La mobilité pour tous partout grâce à l'innovation « Start Your Impossible » [link]



L&I (BR)

Inovação deve ser uma política de Estado | @portogente [link]

O que a eleição do Chile revela sobre renovação na política | Matheus Pimentel via @NexoJornal [link]

Inovação tecnológica muda o perfil da sericicultura | @governodoparana [link]

Inovação, arranjo produtivo local e desenvolvimento regional | @IFSaoPaulo [link]



L&I (PT)

Renovação dos serviços «perde-se» sem os jovens médicos no SNS | Miguel Guimarães via #justnews.pt [link]

A transformação digital do mercado da publicidade em Portugal | João Gomes de Almeida via @ECO_PT [link]

Bragança começou a renovar frota automóvel municipal com viaturas elétricas | @dinheiro_vivo, Lusa [link]

Empresas têm de inovar na própria inovação [link]



L&I (ES)

Los nuevos retos comerciales que trae la revolución digital | @elenaarrieta @Expansion_ED [link]

El Centro Internacional Santander Emprendimiento (CISE) de la Universidad de Cantabria (UC) liderará el proyecto eueopeo BLUES (Blended-learning International Entrepreneurship Skills Program) para mejorar las habilidades emprendedoras de los universitarios | @eldiarioescan [link]

Construcción sostenible. Un concepto innovador, un sector de futuro: Congreso Europeo sobre Construcción, Habitabilidad, Economía y Liderazgo, ePower&Building (@epowerbuilding) THE SUMMIT. 1st European Congress of Building, Liveability, Economy and Management [link]

La cultura innovadora es iniciar un camino sin retorno donde debemos convertimos en eternos aprendices [link]








Matthew Hincman picked to complete public art project at Jamaica Plain library | @CityOfBoston








2017/11/20

Newsletter L&I, n.º 158 (2017-11-20)



innovation culture | culture de l'innovation | cultura da inovação | cultura da inovação | cultura de innovación




L&I (EN)

When family can slow Singapore's efforts to build culture of innovation: Lim Siong Guan | @STcom [link]

Eight Ways To Transform Your Company's Innovation Culture | @tendayiviki @forbes [link]

How leaders can create a culture where innovation thrives | @InsuranceBizUK [link]

Startups Critical to Developing Culture of Innovation | Stephen Whitfield, @SPEtweets [link]



L&I (FR)

Tourisme : se transformer avant d’être « disrupté » | @lemagnumerique, Roland Le Bouëdec [link]

@stquere (@ENGIEInnov) : comment engager les équipes sur les sujets d’innovation ? | @LADN_EU, Mélanie Roosen [link]

Semaine mondiale de l’entrepreunariat : L’innovation et l’économie numérique au cœur de la célébration | @LeSoleilonline [link]

Le premier forum féminin de l'innovation Nova XX (#novaxx.eu) se tiendra en décembre aux Halles St-Géry | @RTBF [link]



L&I (BR)

A inovação como ferramenta de crescimento nas organizações | @incorporativa [link]

Impacto da Universidade de São Paulo na sociedade passa pela inovação | @usponline [link]

Como aplicar a tecnologia e a inovação no mercado de seguros | Ricardo Abreu, @admnews [link]

Educação e inovação, nossos maiores desafios | Marcus Pestana via @PortalOTEMPO [link]



L&I (PT)

Lisboa e Paris assinam acordo sobre economia criativa e empreendedorismo | @dnoticiaspt [link]

Empresas vão ter de decidir como querem inovar | @expresso, Ana Baptista [link]

Ser individualista. O individualismo facilita a inovação. O colectivismo, a acção colectiva | Fernando Ilharco via @JNegocios [link]

Inovação: na Escola e pela Escola | António Costa Silva e Manuel Carmelo Rosa, via @observadorpt [link]



L&I (ES)

Innovation Land @ANDI_Colombia, acelerando la innovación | @JuanCQuinteroM, @elcolombiano [link]

Talentocracia, el liderazgo de la Era Digital | Salvador Molina vía @mediatuits [link]

Cómo crear una cultura de innovación continua | Sebastián Rojas, de WSNpro, vía @MBA_AEconomia [link]

Los grandes proyectos de innovación de los pequeños pueblos de España, en @alcinnovacion | @felixpalazuelos, @el_pais [link]








To build leadership, a company must be able to reinvent its industry; to rebuild leadership, a company must be capable of regenerating its core strategies | @theedgemarkets, Zakie Shariff








2017/11/13

Newsletter L&I, n.º 157 (2017-11-13)





«Ferramenta facilita relação entre pais e educadores: tecnologias com impacto positivo»

«Mercado do CE busca inovar para crescer. O Inovaconstruir, evento realizado pelo Sinduscon-CE, trouxe cases de inovação tecnológica do mundo para inspirar as empresas do Estado»

«Como a comunicação pode ajudar no crescimento da sua empresa»

«Modelo de gestão do Estado é incentivado»



«É incrível a quantidade de investidores estrangeiros que vieram viver para cá»

«Economia circular, uma revolução silenciosa»

«Grupo Constant (@GrupoConstant) com forte crescimento em Portugal»

«Tornar Portugal um país mais inovador»



«Safran, soutient des start-up, sources d'inspiration»

« COP 23 : Bertrand Piccard “La conscience populaire n'empêchera pas le changement climatique, la loi oui” »

« La journée des villes, l’opportunité pour Lydec (@lydecweb) de réaffirmer son engagement pour l’innovation »

« Révolution digitale : Un nouveau rôle pour les acteurs du numérique ? »



«Uganda: Innovations Facilitating Economic Growth»

«Singapore puts fintech innovation at heart of growth strategy»

«Innovation as key driver of growth for businesses»

«Delivering brand innovation for profitable growth: Ceuta Group (@ceutagroup)»



«Crecimiento más inteligente para las regiones europeas a través de la innovación»

«Expertos reclaman una innovación en la gestión sanitaria. III Reunión de Gestión Sanitaria organizada por la Sociedad Española de Directivos de la Salud (SEDISA) y ALSEDISA»

«AENOR e Innobasque realizarán un diagnóstico adelantado sobre la innovación en las empresas vascas»

«Las predicciones de IDC proporcionan un modelo y las bases para convertirse en una empresa nativa digital»





Create Beyond Business: Leadership Innovation Forum tackles redefining how enterprises do business | @inquirerdotnet








2017/11/10

«Uganda: Innovations Facilitating Economic Growth»



Daily Monitor (@DailyMonitor), Dorothy Nakaweesi



«The Ugandan economy is not yet technology driven, but there are several innovations in the country that continue to show a future where technology is a major player.

»Notably, the innovations around Fin-Techs have completely transformed the banking sector and exchange of goods.

»In banking, the rise of mobile money has led to banks innovating products that reduce queues in banking halls. The innovation ecosystem continues to grow and this shows in the entries made into awards. At least 45 innovations are targeting Shs92.7m to win the MTN Innovation Awards 2017.

»“Our platform allows Saccos to get an affordable management system for their members in terms of loan repayments, money collected and dividend sharing...,” explains Mr Collins Mugabi, the marketing manager for Kufuna, a Sacco management system. Kufuna is in a category that recognizes financial services that are enabling financial inclusion.

Government is setting up a Shs5b innovation hub in Nakawa that will be used to incubate technology innovations.

»There are another 44 innovators that have similar ambitions and are looking to get their hands on Shs10.8m for each of the 9 category winners at an awards gala today. The 45 innovators held an exhibition two weeks ago, and their display indicates that they were developing solutions for the Ugandan economy.

»MTN Uganda chief marketing officer Olivier Prentout says the recognition is intended to indicate how the country is taking major steps to become an innovation centre.

»“...additionally, we are looking at positioning Uganda as having the innovation space and skilled individuals that can compete on the global stage,” Mr Prentout said.»





2017/11/09

«Singapore puts fintech innovation at heart of growth strategy»



Finextra (@Finextra)



«Speaking at the launch of the ITM, Mr Ong Ye Kung, Minister for Education (Higher Education and Skills) and the Monetary Authority of Singapore (MAS) (@MAS_sg) Board Member, described MAS’ vision for Singapore to be a leading global financial centre in Asia - one that connects global markets, supports Asia’s development, and serves Singapore’s economy. The ITM was drawn up by MAS in close consultation with the financial industry and the tripartite movement.

»The ITM aims to achieve growth in financial sector real value-added of 4.3% and productivity of 2.4% annually1, faster than the overall economy. The ITM also aims to create 3,000 net jobs in financial services, and an additional 1,000 net jobs in the FinTech sector annually.


»Business Strategies

»Prospects for the financial sector are good. Asia’s growth continues to be strong, driven by a growing middle class, rapid urbanisation and the expansion of Asian enterprises, which will generate demand for financing and risk management solutions. However, the sector is going through a period of significant change. With technology transforming the way financial services are produced, delivered, and consumed, it is critical that Singapore’s financial sector also transforms, to stay relevant and competitive.

»Singapore aims to be a:

»Leading international wealth management hub.

»MAS is working with the industry to develop Singapore into a centre of excellence for wealth management technology and innovation, and deepen our talent pool to provide comprehensive, high-quality wealth advisory solutions. Asian hub for fund management and domiciliation. MAS is leveraging on its external fund management programme to anchor deeper asset management capabilities in Singapore. MAS is also working with the industry to position Singapore as a regional fund domiciliation hub through the Singapore Variable Capital Company framework.


»Global forex price discovery and liquidity centre in the Asian time zone. Singapore is currently the third largest FX centre globally. With Asia expected to attract a larger share of global investment flows, MAS will encourage key FX players to anchor their matching and pricing engines here, to enable market participants to benefit from better liquidity and greater efficiency in executing FX transactions.

»To support Asia’s development, MAS is working with the industry to develop Singapore in the following areas:

»Asian centre for capital raising and enterprise financing. Singapore will build private market funding platforms to enable Asian growth companies to gain better access to a wider network of investors.

»Full service Asian infrastructure financing hub. The Singapore financial ecosystem is working with multilateral development banks to fundamentally improve the bankability of Asian infrastructure projects.


»The differentiating strategy is to crowd in private capital through innovative market mechanisms and infrastructure investment benchmarks.

»Leading centre for Asian fixed income. MAS aims to meet the growing needs of Asian corporates for offshore debt financing, with the launch of the Asian Bond and Green Bond Grant Schemes.

»Global capital for Asian insurance and risk transfer. MAS is working with the industry to transform the insurance marketplace through centralised blockchain platforms which will allow for more efficient risk placements, and create specialist insurance solutions to address emerging risks in the region.


The Monetary Authority of Singapore (MAS) today released the industry transformation map (ITM) for financial services, which outlined growth strategies by business lines, programmes for upgrading skills, and an agenda for continuous innovation and technology adoption.

»Innovation and Regulation

»A key focus of the ITM will be to facilitate pervasive innovation in the financial sector and encourage the adoption of technology for increasing efficiency and creating opportunity. MAS will:

»_ step up efforts to encourage financial institutions to enhance connectivity and FinTech innovation through Application Programming Interfaces;

»_ collaborate with financial institutions to create common utilities, such as for electronic payments, digital ID, and electronic know-your-client checks;

»_ facilitate and invest in R&D to develop new solutions, including the use of distributed ledger technology for inter-bank payments and trade finance;

»_ expand the web of cross-border cooperation agreements with other key FinTech centres, helping to grow Singapore as a base for foreign FinTech start-ups; and

»_ harness technology to simplify financial institutions’ regulatory compliance.

»MAS will continue to enhance its regulatory approach, to support enterprise and innovation, while maintaining financial soundness. Key priorities include ensuring that regulations are supportive of innovative business models and strengthening the cyber resilience of financial institutions.


»Jobs and Skills

»Complementing the business strategies and innovation agenda will be an active SkillsFuture programme to help the financial sector workforce build world-class skills and maintain a strong Singapore Core. With digitalisation and automation, job roles will evolve, and existing professionals must be equipped with new skills and competencies.

»MAS will continue to collaborate with financial institutions, the tripartite partners, and institutes of higher learning to: build a strong local pipeline of specialised talent, particularly in information technology; reskill and redeploy professionals into job growth areas through professional conversion programmes; and facilitate job placements through enhanced career advisory services.


»Making the Best of Changes

»Describing the ITM as a strategic plan for the future of Singapore’s financial sector, Minister Ong said it calls for the financial sector to “not just move alongside the changes, but to make the best of these changes - to grow with the region, to harness innovations, and to create a future-ready workforce”.

»The financial services ITM focuses on core financial services, which includes banks, capital market intermediaries, fund management companies, and insurance companies, and excludes holding companies (which is included in the national accounts classification of the financial services sector).»





2017/11/08

«Innovation as key driver of growth for businesses»



Luxinnovation (@Luxinnovation)



«The paths which lead to a company’s growth are multiple, and include technological innovation, diversification, mergers and acquisitions, forecasting, with each one needing special attention.

»This was one of the key points which emerged at the Rencontres de l’innovation conference which took place on Thursday evening at the Espaces Reunions in Leudelange, attracting more than 70 directors of Luxembourg-based SMEs.

»“Faced with challenges or downward trends, we must be able to react in innovative ways and not by putting our heads in the sand” explains Laurent Saeul, CEO of electrical equipment and professional lighting distributor Minusines during the course of his detailed presentation.

»“Even during boom times, we should still be preparing for a change in circumstances. This preparation includes staff training and awareness sessions in order to avoid being confronted by periods of sluggish growth.”

»“Adapting our skills and training programmes is vital if we want to stay at the cutting edge of developments.” (Laurent Saeul, CEO of Minusines)


»In this regard, despite good sales figures and a positive outlook in terms of development, Minusines has been working on several ways to diversify its business activity. In collaboration with Luxinnovation – which mentors the company – pillars of the Minusines 2020 project include the creation of online catalogues, the diversification of services (in particular in the areas of photovoltaics and air conditioning/heating via the takeover of Spark Energie Solutions), as well as speeding up deliveries, among others. “Technology and the sector keep changing, so adapting our skills and training programmes is vital if we want to stay at the forefront.”

»This need to keep ahead and stay abreast of market developments was also widely discussed in the roundtable forum that followed, for which Pharm. Biol. was also present. Udo Margraff (one of the partners at Laboratoires Réunis), Dirk Treinen (managing director of Luxforge), Alain Wildanger (partner at Genista) and Gérard Zoller (CEO of Peintures Robin).



»AT GENISTA, ONE AND ONE MUST ADD UP TO MORE THAN TWO

»“When we talk about changes in technology, the most important thing is the product,” noted Alain Wildanger, who is one of Genista’s three partners. “Firms like Nokia, Blackberry or Kodak, which did not react in time, experienced huge losses. But there are also technological changes which directly affect the customer, e.g. Uber, Airbnb or Amazon. Everyone is impacted. ”

»And he used the example his own company, Sanichaufer – a long-time specialist in the installation of oil-fired boilers – being confronted directly with market developments and consumption patterns which now heat or gas boilers. “It became perfeclty obvious to us that our expertise as heating contractors needed to be complemented by an understanding of home automation, electricity and cabling. We were left with three options: to build on this knowledge ourselves, despite it being very difficult to find the right skills; to buy out another company without any guarantee of success; or to find a complementary partner to continue to grow, which is what we did in the end. ”

»“When we talk about technological change, the product is what is most important at the end of the day.” (Alain Wildanger, partner at Genista)


»Genista emerged from a merger at the beginning of the year between Sanichaufer and Electro Security – two incumbent companies with strong brands and cultures. “The main thing with a merger is to remember that one and one has to add up to more than just two. Otherwise there’s just no point,” warned Alain Wildanger, who had this advice for business owners, based on his experience of recent months: “First of all, be honest with your partner. It is like a marriage, the slightest deceit will always come out in the end. It is also vital to communicate effectively with staff in order to explain the whys and wherefores of such a merger. And we must also be flexible in terms of our demands: when two companies with two very different cultures merge, it is inevitable that they will not agree 100% on everything upon becoming one joint entity.”



In order to support small and medium-sized enterprises as they implement innovative approaches, in 2014 Luxinnovation founded Fit 4 Innovation, a national programme dedicated to improving the competitiveness of SMEs in Luxembourg whose aim is three-fold: increasing sales, boosting productivity and improving customer satisfaction in terms of quality and deadlines. In three years, no fewer than 51 companies followed suit and 32 of them conducted the “project” phase. “The accumulated return on investment for all companies amounts to almost 500% since the the program launched,” explains Arnaud Duban, head of SME performance at Luxinnovation.

»LUXFORGE IN INTROSPECTION MODE

»Merging two companies is obviously not an option which is available to everyone. But it is not the only way to grow and develop a company. At Luxforge, a leading supplier of steel structures in the Grande Region, the company had to take a step back and look at itself in order to reframe its mode of operating: “As a young company we simply couldn’t say no when we were offered projects,” recalls Dirk Treinen, managing director of Luxforge.

»“We had a period during which we made a profit, but at the same time we had huge outgoings. At a certain point the situation became untenable. We knew that the market offered us great prospects for the future, but we had to change our way of operating, in terms of both management and production. We had skilled staff, but the processes we had in place were too chaotic. ”

»With the help of an external consultant, Luxforge eventually bounced back and made improvements without having to invest in the production side of things. “We put together a comprehensive overview of all our processes on large pieces of paper. In the space of a week, we were able to solve a number of crises and relieve the stress we were experiencing. We would never have thought it could happen so quickly.”

»“It is vital to stop what you are doing sometimes and even take a step back in order to get a clearer overview.” (Dirk Treinen, managing director of Luxforge)


»Once the administrative/organisational side of things had been dealt with, all that was needed was to apply the major points to our production operation, by continuing to disseminate key information in a minimalist – but very visual – way.

»“Every person, at each and every stage of the production chain, was better informed about what he or she had to do every day. We managed to save an enormous amount of time – up to one and a half hours each morning – by reorganising how the assembly line operated and by motivating staff to become ever more conscientious.”

»There is a lesson here about following structures and procedures during periods of rapid growth. “Otherwise, costs soar. “It is vital to sometimes stop what you are doing and even take a step back in order to get a clearer overview of the situation. This paves the way for a lot of progress to be made.”



»INNOVATION AS PART OF EVERYDAY LIFE AT LABORATOIRES RÉUNIS

»Managing rapid growth has also been a challenge for Laboratoires Réunis, a provider of precise and high-quality medical analyses. “What patients need first and foremost is a local service,” says Udo Margraff, partner at Laboratoires Réunis. “But the developments we need to address must meet both the demands of clients and prescribing physicians. ”

»The company is benefiting from the current trend in hospitals outsourcing their lab work. But this did not prevent it from investing in other areas, including medical report preparation. “We do far more than the public realise,” says Udo Margraff. “But it is always difficult to find specialists and staff in Luxembourg. It is a constant battle to stay afloat and remain independent. ”

»In this regard, Laboratoires Réunis bought out a private laboratory in Liège and invested in a new genetics laboratory in Trier. “But our operations stretch well beyond Europe, and we have opened an ultramodern laboratory in Morocco for example”.

»“Optimising is also very often a way of innovating.” (Udo Margraff, partner at Laboratoires Réunis)


»But growth is also seem in terms of innovation, “which is something we reflect on on a daily basis, regardless of whether we are talking about the role of cleaners or laboratory technicians”. Several times a year, Laboratoires Réunis conducts an analysis and inventory of the situation in order to continually be able to update its processes. An improvement that is all too often synonymous with streamlining, but not optimisation. “Optimising is also often a way to innovate. And in this case, staff have to be included in talks. It is vital to define what responsibilities each party is prepared to assume”.

»In 2007, Laboratoires Réunis also diversified its operations by creating Fast-Track Diagnostics, a start-up specialising in the field of molecular diagnostics. Ten years on, the company employs 70 people and sells “Made in Luxembourg” diagnostic kits in over 80 countries.



»ROBIN: MORE THAN JUST A PAINTER-DECORATOR

»No satellite company this time, but rather a continual interest in diversification and improved RDI at Peintures Robin. The company, founded 90 years ago, now employs more than 100 people at the Useldange and Leudelange production sites (where there is also a sales outlet), while awaiting the launch of two logistics warehouses in Bissen. “When we found that we were stagnating in an extremely competitive market, we decided to develop new products and set up new departments to ensure growth,” explains Gérard Zoller, CEO of Peintures Robin.

»With the support of Luxinnovation, the company embarked on a completely new approach which involved moving away from having oil as its primary resource and replacing it with vegetable or mineral oils instead. The Verdello range of products, which is not only the first organically sourced paint in Luxembourg (sold at prices comparable to classic paints for the same quality), area also made entirely from European raw materials. The company was awarded the Prix de l’environnement by industry federation Fedil in 2013 which led to new horizons opening up for it. “We began to get involved in projects with a high added value like developing colours that would conduct electricity, meaning that painting would also have a functional value. ”

»“Creating new departments to ensure growth.” (Gérard Zoller, Director of Peintures Robin)


»Peintures Robin has developed an in-house research and development section with a laboratory that today employs seven chemical engineers. But the company does not work alone and liaises with researchers from the university and the LIST on a permanent basis. “We really want to focus on our R&D efforts and also be more aggressive when selling to local retailers”.



»FIT 4 INNOVATION AT THE SERVICE OF BUSINESSES

»In any form, innovation is obviously one of the key levers of growth for the SME sector to the extent that it is almost a must when it comes to guaranteeing its long-term existence. In order to support small and medium-sized enterprises as they implement innovative approaches, in 2014 Luxinnovation founded Fit 4 Innovation, a national programme dedicated to improving the competitiveness of SMEs in Luxembourg whose aim is three-fold: increasing sales, boosting productivity and improving customer satisfaction in terms of quality and deadlines.

»The idea is to facilitate a significant and measurable improvement of the performance of the companies, generating profits that make it possible to invest sustainably in innovation in the long run.

»After a first diagnostic phase which takes the form of a 360-degree analysis of the company and its activities, the second step consists of implementing the recommendations arising from this initial inventory.

»In three years, no fewer than 51 companies followed suit and 32 of them conducted the “project” phase. “The accumulated return on investment for all companies amounts to almost 500% since the the program launched,” explains Arnaud Duban, head of SME performance at Luxinnovation.»





2017/11/07

«Delivering brand innovation for profitable growth: Ceuta Group (@ceutagroup)»



Business Reporter (@BiznessReporter)



«Over the last decade, the Health & Personal Care and Food & Drinks industries have undergone monumental change. The level of consolidation through merger & acquisition has created huge global organisations with large and complex brand portfolios. In addition, ever-changing shopper and consumer behaviours have put both industries in a constant state of flux, leaving brand owners from start-ups to multinationals constantly challenged with the question: “What is the right path to growth?” For many brand owners, keeping pace with these changes can become a costly and commercially complex challenge which is often more disruptive and time-consuming than anticipated; pushing them to utilise numerous agencies who struggle to align and deliver value, strategy and innovation for their brands.

»The question is: “Would you prefer to go to one agency or five?”

»At Ceuta Group, we work with businesses around the globe to meet that very challenge; offering a different route to achieving significant value creation for their brands, business plans and strategies.

»Through our unique Integrated Platform of brand services, we offer everything a brand owner would want, or even need, under one organisation.

»From shopper, category and data insights to brand strategy development and creative design, right through to multi-channel sales, distribution, trade marketing and experiential & field marketing, we have the services to meet our clients’ needs.

»We offer a fully integrated, end-to-end brand management solution designed to bring innovation and commercial success to brands in fast-changing, national and global markets. Used individually or in combination, each of our specialist companies brings insight, innovation and focused expertise to support any aspect of a brand’s strategy for growth.

»For powerhouse companies and private equity firms that are posed with the dilemma of how to optimise the value and growth potential of a vast and diverse portfolio of brands, in particular, how to manage non-core or acquired brands; Ceuta Group offers an alternative solution: Brand Fostering.

Ceuta Group offers an alternative solution to achieving brand innovation and profitable growth in evolving consumer markets.

»Rather than divest a brand through sale or confine it to the non-investment category; our Brand Fostering service allows businesses to hand over the care and nurturing of a brand to us. Armed with our powerful and comprehensive suite of brand services, we take ownership and responsibility for the management and growth of their brand whilst defending its equity and enhancing its value; ultimately enabling our clients to optimise the ROI of their entire portfolio.

»From optimising a brand portfolio to breaking into new markets or trade channels; from managing and developing brands to turning a great product idea into a successful commercial launch, we bring speed, agility and cost efficiency to the management of our clients’ brands. And whilst we have scale, we apply the same focus and expertise to each and every brand we represent.

»Our unique Integrated Platform meets the changing dynamics of global and local marketplaces and our approach, people, values and ways of working are equally flexible, allowing our clients to select the precise expertise they need to accomplish their brand purpose; creating outstanding value for their business.

»But the benefits of our Integrated Platform don’t stop there. The international, interdisciplinary nature of its offering means we can develop a local market strategy and route to market for our clients in over 100 international markets through our alliance of proven professional partners; opening up access to new trade channels and territories whilst assisting companies who don’t want to invest in a full bricks and mortar model to maximise their investment in brand building activities.

»Everything we do at Ceuta Group is focused on creatively nurturing brands for optimal growth and reward. We are constantly evolving and enhancing our services, techniques and operations by looking ahead to anticipate future consumer and shopper needs, market demands, changing technologies and operational capabilities.

»With the vision to look into the future and the innovation and disciplines to prepare for it, Ceuta Group leads the future of brand outsourcing for forward-thinking companies.»